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| Criterion |  Knowledge Modeling IBIS |  Product Strategy Impact Mapping |  Decision Making Force Field Analysis |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 45-90 min | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Impact Map, Outcome Hypotheses, Delivery Options | Force Field Map, Change Levers, Risk Notes | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RationaleKnowledgeDecision | OutcomesStrategyBehaviorPlanning | ChangeDecisionStrategy | SensemakingDecisionRationale |